The Brand Of The Great Women'S Fashion Brand Is All Buying.

In fact, two years ago, he bought the brand ownership of Ed Hardy in mainland China and Hong Kong, Macao and Taiwan. The brand has become an important profit growth point of the group.

For Chinese consumers, especially those who are concerned about the tide, the US Ed Hardy should be in their view at a higher frequency. For example, it is the first time that the tide card will usher in more media exposure.

In June 19th, Ed Hardy held the 2019 spring new product conference in Shanghai World Trade Center. Most fashion brands are mainly invited to fashion media, buyers, distributors, channel partners and consumer representatives. They are not even the same as the brands themselves in the past few years. The Ed Hardy has a larger list of guests, including many investors and financial media.

"Now there is a demand in the capital market. We also hope that more investors will understand this brand," explained Lan Di, director, deputy general manager and Secretary of the Ed Hardy parent company, in a news interview before the show, "on the other hand, the current Ed Hardy has greatly improved compared with a few years ago."

Ed Hardy, founded in 2004, is characterized by light luxury. It features brand clothing featuring heavy arts and crafts and tattoos. I believe that as long as we have seen this brand of clothes on those drilled tiger heads, or dense embroidery roses, will leave a deep impression.

In 2016, he bought a 65% stake in Hongkong's Tang Li International Holdings Limited (hereinafter referred to as Tang Li International) through a subsidiary of Dongming international at a price of 240 million 500 thousand yuan, and paid 55 million 500 thousand yuan in June to continue to acquire 15% of its stock rights.

The "Ascension" mentioned by blue land can be expressed in the change of performance figures. According to the data released by the brand side, in 2015, the annual net profit of Ed Hardy was about 4300 yuan. In the year of acquisition, the figure has expanded to 140 million yuan.

Looking at the 2017 song's financial report data, it will be found that Ed Hardy has become an important driving force for the growth of the whole group. This may also explain why he is willing to introduce the brand to investors. As a listed company, the company needs to keep improving its performance.

Specifically, taking the performance of fiscal year 2017 as an example, the group achieved a total revenue of 2 billion 53 million yuan, an increase of 81.35% over the same period last year, a net profit of 302 million yuan, an increase of 52.72% over the previous year, while Ed Hardy's main business income reached 436 million yuan, an increase of 79.15%. over the same period last year.

Part of this growth is due to the expansion of stores. This is also the most sensitive change in the consumer level.

In 2017, the number of Ed Hardy stores increased from 32 to 148. According to the plan, this figure will exceed 200 by the end of 2018, and this growth will continue for some time.

Ed Hardy brand CEO Zhou Cheng said that after being bought by gleth, benefiting from the channel advantage accumulated by gleth, Ed Hardy was able to open a larger store in more core businesses such as Beijing and Sanlitun. This enables the brand to consolidate its luxury position and reach more "consumers with purchasing power".

Factors that affect performance growth also include single store benefits. From the current data, Ed Hardy's store efficiency is on the rise: in the 2017 fiscal year, the same store sales increased by 7.43% over the same period last year, of which the same store sales increased by 15.67% over the same period last year.

Behind this is the efforts of the brand team. Zhou Cheng introduced that the team upgraded the order frequency to six times a year through the localized improved version, referring to the new frequency of the fast fashion brand to enhance the stores, and making full use of the star promotion effect, so that the brand can fit the needs and happiness of the Chinese market as much as possible.

On the other hand, it is undeniable that in recent years, market dividends have continued for trend brands. Street culture has penetrated into the fashion industry on an unprecedented scale. The cooperation between luxury brand Louis Vuitton and street brand Supreme is a classic case. The appearance of generous T-shirts and sneakers in the latest brand new products of the designer brand also reflects the strength of this trend.

But it is precisely because of this, consumers can choose to expand the scope of the industry, the homogenization of the increasingly fierce competition, the market space is becoming narrower day by day.

"It can be said that the market has entered a stage of shuffling now," Zhou Cheng said. "Those will eventually survive."

So in order to expand customer base and gain more sales growth opportunities, Ed Hardy also has plans to launch its own brand.

In 2017, Ed Hardy launched the Ed Hardy X, which weakened the age and gender boundaries and positioned younger consumers. It also sought the artist Nicky Wu as the brand manager. This sub line brand will become the focus of further expansion of the market coverage of the brand after the Ed Hardy main brand stores become stable in the future, and will retain the possibility of the subsequent brand sinking to the lower tier cities. After that, Ed Hardy is also likely to develop a new brand covering different categories, such as children's clothing, according to the example of launching Ed Hardy X.

"It can even be allowed to do the acquisition of the trendy domain," added Lam. "We don't have the experience of managing the market, but they do."

After listing in 2015, he began to buy overseas brands frequently. In addition to Ed Hardy, she also acquired the design rights, usufruct and ownership of the German fashion brand Laur L in the mainland of China, the global management rights of the French fashion brand IRO, and the majority of American designer brand Vivienne Tam.

He summed up the train of thought that he made a series of investments, indicating that the group would choose the trustworthy and independent business capability of the founding team, which has special characteristics in specific areas, and the potential to achieve the position of the head, as well as the target of synergy with existing brands. And the investment idea behind this investment idea is to leave the daily operation right to the brand's own operation team to the greatest extent. For the operation of Ed Hardy, he adopted this strategy.

Over the past two years, China's capital acquisition is no longer a novelty. Shandong Ruyi group, a deep capital capital operated Fosun Group, and Hongyi group, which started in textile business, are also very active. How these companies will operate their acquired brands has become a topic of global discussion. Not long ago, many guests at the Forum on luxury industry held by CEIBS mentioned this point.

This is a solution to the above questions. Similarly, Shandong Ruyi, which started in textile business, has expressed respect for the original management team and bought a certain degree of freedom in the management and management of the group when it purchased the French SMCP group and the leather brand Bally of the parent company Maje and Sandro.

However, this "Stocking" strategy has certain requirements for the operation of the underlying bid.

Let's take a look at the example of Lanvin, a luxury brand recently bought by Fosun. Although there has been no definite news so far, there are many rumors that Fosun is actively building a brand new management team for the brand, including selecting a new design director, with a view to re leading the brand onto the right track. This is related to the brand's not very good business situation before. Lanvin lost its creative director Alber Elbaz in 2016, and even though several designers changed, it failed to improve brand performance.